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Discover Which Improvement Programs Really Pay Off
Center for Effective Organizations
From USC's Center for Effective Organizations comes this latest, definitive report on how many of today's most popular improvement programs have actually impacted the performance of Fortune 1000 companies. Based on exhaustive research and comprehensive surveysdistilled into an easy-to-interpret, jargon-free presentationthis important analysis details the various employee involvement, TQM, and reengineering efforts that have been embraced by leading corporations over the years, explains how they were managed, and reveals which have proved effective and which have not. Indispensable information for benchmarking your own improvement programs or for determining if such programs are right for your organization.
About the Author
EDWARD E. LAWLER is the founder and director of the Center for Effective Organizations (CEO) at the University of Southern California (USC) and professor of management and organization in the USC Marshall School of Business. An internationally recognized scholar and the award-winning author of twenty-eight books, including Organizing for the Future, The Ultimate Advantage, and From the Ground Up (all from Jossey-Bass), Lawler has been named one of the country's leading management experts by Business Week. SUSAN ALBERS MOHRMAN is a senior research scientist at CEO and received her Ph.D. in organizational behavior from Northwestern University. Her books include Self-Designing Organizations (with T.G. Cummings) and Designing Team-Based Organizations (with S.G. Cohen and A.M. Mohrman Jr; Jossey-Bass). She is also an author of Tomorrow's Organizations: Crafting Winning Capabilities in a Dynamic World (Jossey-Bass). GEORGE BENSON is a research professor at CEO with a Ph.D. in psychology from the University of Michigan. He is the author of some sixty articles and book chapters, and coauthor of five books including Employee Involvement and Total Quality Management and Large-Scale Organizational Change (both from Jossey-Bass). He has conducted extensive research on high-involvement organizations and innovative reward systems.
Table of Contents
Section 1: Improving Organizational Performance
Section 2: The Study
Part One: Employee Involvement: Information, Knowledge, Rewards, and Power
Section 3: Sharing Information
Section 4: Knowledge Development
Section 5: Rewards
Section 6: Power
Part Two: Employee Involvemeent, Total Quality Management, and Reengineering
Section 7: Patterns of Employee Involvement
Section 8: Total Quality Management
Section 9: Process Reengineering
Section 10: Relationships Among Employee Involvement, Total Quality Management, and Reengineering
Organizational Change: Practices and Strategy
Section 11: The Employment Contract
Section 12: Improvement Strategies
Section 13: Change Strategies
Part Four: Effectiveness
Section 14: Reward System Results
Section 15: Power-Sharing Results
Section 16: Results of employee Involvement Efforts
Section 17: Results of TQM Efforts
Section 18: Process Reengineering Results
Section 19: Combining Employee involvement, Total Quality Management, and Reengineering
Section 20: Employee Contract and Change Strategy
Section 21: Financial Effects
Part Five: Who Adopts Employee Involvement, Total Quality Management, and Reengineering?
Section 22: Organizational Size, Down- Sizing, and Delayering
Section 23: Impact of Competitive Environment and Business Strategy
Section 24: Performance Improvement and change Strategy
Section25: Toward High Performance Organizations
Resource A: The Questionnaire
Resource B: Glossary of Terms
Resource C: Construction and Calculation of Index Scores